This paper examines the impact of complexity on New Product Development (NPD) within the context of an Engineer-to-Order (ETO) organisation. A descriptive literature review identified three categories of complexity: organisational, process and product complexity. The influence on NPD performance due to the dimensions contained in these categories are investigated in terms of the Law of Requisite Variety. A case study of NPD at Héroux-Devtek Inc., a landing gear supplier, evaluates these dimensions in practice. The findings reveal that increased organisational complexity often improves NPD performance, while increased process complexity reduces NPD performance. Product complexity evolves from being ‘complex’ initially to ‘complicated’ or ‘simple’ at delivery. Insights into managing these complexities contribute to understanding their role in achieving project success in the ETO context.
